The Manager's Handbook
A strategic and tactical guide to the successful planning and execution of the commissioning of large complex offshore
facilities
by
(800) 839-8640 www.AUTHORilOUSE.COM
© 2005 Trond &ndiksm and G~offYoung All Rights &s~rv~d.
No part of this book may b~ r~produud, stored in a retriroal system, or transmitt~d by any means without th~ writtm permission of the author.
First published by AuthorHouse 02123105
ISBN 1-4184-6414-7 (e) ISBN 1-4184-4380-8 (sc)
Prinud in the Uniud Staus of America Bloomington, Indiana
This book is printed on acid-fru pap~r.
About the Author
Trond Bendiksen has 25 years of experience in the Oil and Gas industry in the North Sea and eastern Canada. He has worked with all the major oil companies on GBS's, Jackets, Floating Production Units (PFU's, FPSO's) and has completion experience from a vast amount of mega-projects. He has solid operational experience from a variety of management positions including Offshore Operations Manager on several platforms. His involvement in Business Process Re-engineering projects and high level world wide Benchmarking studies has given him a unique insight into the organizational aspects of the job that is so important for the success of a project. He has also published a book on Continuous Improvement Techniques and several papers on Organizational Effectiveness. TB is a Norwegian citizen currently residing in eastern Canada as a senior Completion Advisor to east coast Canada's offshore Projects and Operations.
v
Geoff Young has 30 years of experience in the Oil and Gas industry in the North Sea and world wide. He has worked with all major oil companies on GBS's, Jackets, Floating Production units (FPU's), FPSO's and onshore facilities, and has completion experience from a vast amount of mega-projects, both as a senior commissioning engineer and senior planner. GY has gained significant experience in commissioning planning and estimating through his long career in the UK, Holland, Belgium, Saudi Arabia, Norway, the US and Canada. GY is one of the few Senior Planners that can actually do all the initial planning, drawing mark-up, estimating etc on his own as the first cut of the schedulelbudget before the commissioning engineers are recruited- and extremely rare and valuable skill not easily found in the industry. GY is a UK citizen currently residing in eastern Canada as a senior Planning Advisor to east coast Canada's offshore Projects and Operations.
VI
Acknowledl:ements
In compiling this work we have sought advise and guidance from a number of individuals and sources but principally the greatest assistance has been provided by our own working colleagues on a variety of projects.
We would especially like to acknowledge the guidance provided by Ed Martin and Gordon Carrick of Petro-Canada who took the time to thoroughly read the whole manuscript and offered valuable comments on the content, structure and layout.
We would like to thank Lynn Young for doing all the proofreading, an undertaking not easy on a manuscript written by two language- ignorant engineers.
VII
CONTENTS
1.0 PLANNING .............................................. .......................................................... 1
The Key Performance Indicators & Report Structure ....................................................... 7 Defining the Work Scope and Building the Schedule ..................................................... 23 Planning and Planning Considerations .......................................................................... .45 Estimating; Strategy, Tools and Considerations ............................................................. 57 Estimating and Growth: Figures and Factors .................................................................. 73
2.0 PREPARATIONS ............................................ .................................................. 85
Organization .................................................................................................................... 87 Auditing/Gap review ..................................................................................................... 105 PREPARATIONS .......................................................................................................... 117 Risk Analysis ................................................................................................................ 117 Factory Acceptance Testing, Load Banks, N2 Testing of Compressors onshore, Sub Sea issues and FPSO specifics ............................................................................... 131
3.0 EXECUTION ............................................. ..................................................... 149
4.0
Monitoring and Improving the Plan .............................................................................. 175 Loop Testing, Preservation, Piping cleanliness, N2 Testing of Compressors, Oil Flushing, Sub Sea simulation testing, SIT testing of subsea equipment and timing of installation of main Control Valves and Pressure Relief Valves ................................... 179
DOCUMENTATION / HAND-OVER ............................................................. 207
This book is specifically directed at Commissioning Managers, Project Managers and Senior Project Planners but also provides valuable and useful information that will assist Engineering Managers, Construction Managers, Commissioning Leads and Commissioning Engineers in performing their jobs.
The concept of the book has been to break the commissioning activity down into four main phases, namely, planning, preparation, execution and documentation/hand-over.
The goal has been to identify the main areas where managers need to keep their focus- the key success factors - in order to prevent schedule and budget overruns. We have chosen to narrow the focus down to the single most important elements of each of the four main phases; those that contribute the most, and hence can make or break a project.
Contrary to what one might think, it is not the delay of major project milestones such as sail-away from module yards, module lift at integration site or delays in offshore laying activities that constitutes the major delay factors on a project. It is all the other important big or small issues that pop up along the way that you have not properly prepared for that make the biggest difference.
This book also provides some very accurate experience data on what you can expect in terms of overrunning your initial estimates if you don't seriously pick up on, and resolve the issues dealt with herein. Figures quoted in this book reflect multi-module large projects. Smaller projects have the same issues, but figures may have to be scaled down to suit.
The book focuses only on the key issues that you need to resolve and does not provide specific references or recommendations as to tools and equipment.
We have tried to put the issues in a Continuous Improvement perspective throughout the book in order to encourage you to structure your work in such a way that you always analyze the issues first, then improve and follow up on actions; the Continuous Improvement Circle.
To our knowledge, a book such as this has never been published before. We sincerely think that this book will assist you tremendously in performing your job, and we hope you enjoy reading it as much as we have enjoyed writing it
Good Luck!
The AUlhors
Phase 2 Phase 3 Phase 4
~
XIV
Introduction
Just about any senior manager who has ever been responsible for the Commissioning of a large multi-module project knows that, if they were not given enough time for planning and preparation, or if the competencies of the team were not adequate in the early planning and preparation phase, the likelihood of success is quite slim.
Traditionally commissioning has been viewed as an activity that is executed just before Operations takes over the systems for start up. Quite surprisingly this is still a widely held opinion among Project Managers, not only in Contractors organizations but also inside Operating organizations.
Cost (or loss)- analysis very consistently show that it is during commissioning that the loss potential = overrun potential, will manifest itself. This is the phase where design flaws and construction errors will surface, and this is the phase where the expensive and time-consuming changes and modifications will have to be undertaken. Changes and modifications will be executed simultaneously with a very hectic commissioning program, while everyone expects you as the Commissioning Manager to manage and control all this and still deliver on time.
This fact should be the "red flag" for any management team in terms of making sure that commissioning is given the necessary focus from day one of the project.
Commissioning of large multi-module offshore projects is an enormous undertaking that requires significant management skills in a variety of areas, of which communication is a major one. First you need to communicate to the top, the importance of giving commissioning an early start and the benefit of this. Secondly you need to create the vision, goals and strategies for commissioning and then communicate these to your team.
The bottom line results are significant for managers who can successfully create a shared vision of what needs to be done, i.e. believe in the Plan that everyone has contributed to developing, confront the team with current realities, and empower the engineers / workers to "go for it". When team members throughout the organization are united by a shared vision and clear goals, it becomes possible to push responsibilities and authorities down the organizational hierarchy to the appropriate level where work is performed. This is the level, which ultimately will have the biggest impact on the bottom line.
This book will help you understand the big saving potentials that are out there and assist you in capturing these to secure success on your project.
xv
Ethics and Values
Integrity, ethics and values should be in the forehead of all managers. When the project is at its most hectic, and delays are becoming evident, it can sometimes be difficult to stay calm and maintain integrity and ethical posture.
Here are a few guiding principles for you to remember:
1) The team looks to you/or guidance and leadership, give it to them based on honesty and care.
2) Always perform honest and accurate reporting, both up and down in the organization.
3) Flag issues early, never hide problems. 4) Be constructive and courteous when criticizing. 5) Praise your team members when works well done. 6) Make sure you base allyour actions on/acts. 7) Maintain a positive and constructive relationship with all parties you deal with. 8) Don't draw conclusions be/ore you have listened and digested all in/ormation
provided. 9) Encourage team play, also across organizational boundaries. 10) Ask/or, and give honest/eedback on behaviors.
XVII
The key to success
Before you start reading the various chapters, take a good hard look at the profile of the content list of this book
'\ I \ J \
\ \
\ \
\ \
\ \
The profile simply implies that if you put a lot of thorough quality work into the Planning & Preparations stages, the actual Execution & DoclHand-over stages will have a much better chance of success than if the Planning and Preparations were poor.
This will be your key to success!
XIX
The relationships between these scenarios are simply expressed in the illustration below
xx
1.0
PLANNING
'«,:<;i'c~j':';» . H:I;'$:;I ~ [-~_ Prepararions , -----,
Plannine
Who does.JJ!.hat, when and with whom; the "4 W's
Planning the work is critical to the completion of the project!
Our definition of Planning is all the necessary prerequisites that must be in place in order to develop a quality Plan (schedule)
In this chapter we will be looking at what you as the manager need the Project Completion System to do for you, what reports you need, why you need them, how you want to control the system, and how you want to build the schedule.
We will be discussing essential prerequisites, such as system boundary definitions, commissioning strategy, estimating concepts, numbering concept, temporaries, etc leading up to a PLAN that can actually be used as a monitoring and control tool as opposed to being a place where you gather historical data.
This chapter will also provide you with some very interesting figures and factors on estimating, growth and expected final completion hours that will assist you in assessing your own project relative to realism and "doability".
This data has to our knowledge never been officially published before.
We will encourage every manager to apply the KISS (Keep It Simple Stupid)- principle in all aspects of planning as well as for all the other elements of the job!
2
Da ta base Systems
The databases are pre-requisites to all your planning, scheduling and reporting, so let's start discussing these first.
Regardless of what planning tool, job card system or Project Completion System (PCS) your project has chosen, chances are that they are all interconnected via a huge relationship database structure that's been developed by a computer nerd without the slightest idea of what the actual users - you - require.
Chances are furthermore that your corporation, the guys on the 50th floor that employ you, have decided that this magic tool is mandatory on all their projects. So, if you were thinking of bringing something more simple and user-friendly to the table, forget it!
A relationship database is designed to be flexible and hence can be altered to suit your needs at your request. You can request endless variations of reports and data and you can easily spend the whole day playing around to query whatever you like to see, when and in what fashion.
This is where you will be wasting a lot oftime, unless you have PRE-DEFINED what you want to measure and what the basic reports to monitor and control your project should look like. These basic reports are discussed later in this chapter.
Although relationship databases are flexible by nature, it is when you connect these up in a humongous network of different custom built and commercial databases, you run into problems.
This is discussed next.
System Structure
Chances are that your integrated database structure looks something like this. Typically the system is made up of a combination of standard tools, like Access, Excel, Primavera, 1.D Edwards, a commercial or custom-built Project Completion System (PCS), a commercial or custom-built Material system, etc. All these elements are then integrated into one huge system.
All of which is supposed to flawlessly come together to give you a tool that you can really depend on.
However, like with all large databases, interface problems are not uncommon.
4
Commissioning of Offshore Oil and Gas Projects
You want to make sure you control the system, not the other way around. Again, these systems can be extremely useful as long as they work problem-free. However, experience tells us that we spend, or waste, large amounts of time and resources in trying to fix the system ( most specifically interface issues).
Time and resources you don't necessarily control as this is the IT guys job, but it affects you in as much as you don't get the reports you need to control the job when you need them. So, you need to prepare for this and have other ways of getting what you need.
The illustration below shows the concept of afully integrated system
Integrated system • Delivers integrated reports
System elemellt~ ( or modules) ---•• - Deliver §tand alone or semi-integrated reports
The most useful way of making sure you get your reports on time even when the system is not functioning is to make sure you have a reporting structure that is flexible and that will be adaptable to receiving information either manual or via a remote control system.
Design your reports for your needs, and not for the system ~ needs.
5
PLANNING
7
Trond Bendiksen and Geoff Young
The Key Performance Indicators & Reports
Before you start the work of building the schedule, it is useful to take some time discussing what performance indicators you will be measured on once the job gets going, and what reports you will need to control the work.
Define your KPI's and Reports up front and make them simple (KISS).
You as the Manager will be measured against a set of Key Performance Indicators (KPI). From an Owners viewpoint, the overall KPI is the progressive amount of handed over systems to Operations relative to the planned dates for these.
In order for you to control the work that you are responsible for, you need to establish a set of KPI's for your organization; KPI's that you will monitor regularly as the work progresses.
So first off all you need to define tlte most important KPI's, those that give you the best indications as to where you stand at all times, then you need to define the reports that reflects these KPI's. You would want KPI's and reports that not only reflect the Commissioning Team's performance as a whole, but also how the individual Commissioning Leads are performing. There will be several levels of KPI's and hence several levels of reports required to monitor these.
Apart from the endless variety of reports that you will be able to print from the database systems at a touch of a button, there are some very specific reports you will need, that will at a "quick glance" give you the overall status on how you are performing against the agreed KPI's.
Before you start digging away through the mountain of reports your systems will spit out, you need to know the overall picture ("the helicopter view").
8
Commissioning of Offshore Oil and Gas Projects
The following is a standard, but useful set of KPI's and associated reports you will need:
KPI 1. Amount of Handed Over systems / part systems from Construction to Commissioning and in progress by Commissioning.
KPI2. Amount of delayed or advanced Handed Over systems from Construction to Commissioning.
KPI 3.Amount of systems / part systems completed by Commissioning (and Punch List items outstanding).
KPI4. Amount of systems / part systems fully completed by Commissioning and ready for Hand Over to Operations.
KPI 5. Amount of systems / part systems actually Taken Over by Operations.
There are obviously a heap of subsets of the above that you will need, such as Punch List status, Design Query status, Outstanding regulatory issues, Preservation status etc. Sometimes Operations insists on a minimum number of Punch List items and a minimum number of unresolved Design Queries before accepting Take Overs from Commissioning. In that case you will also have to include KPI's and reports to monitor and reflect this requirement. And not only for reasons regarding Operations acceptance, but it will also affect your acceptance criteria from Construction!
But again;
Make sure you understand the overall picture before you start digging for the details.
When using the reports in your regular status / progress meetings, make sure you visualize all elements of the reports so that the Leads and engineers arefully aware of the status and how their contribution (or lack oj) affects the overall picture.
Demand that the Leads explain in writing in their reports not only the reasons for variations to the plan, but also how they intend to recover from a negative variation!
That puts accountability where it belongs!
9
Report Levels
The overall (high level) reports can be broken down and produced with various levels of detail depending on whom they are produced for.
The illustration below shows the 3 top levels of "special reports" that you will need to have in place in addition to the standard overall S-curve. We recommend that you specify these, or similar, reports up front. Don't rely on the system giving you these "quick glance" reports once you are well under way. Decide what you want and let your planner devise these simple overall reports.
l.evel1 s'l141tagentent
Lel'ell Leads
10
"For Your Eyes Only"
In later sections of this book we will discuss the suite of weekly reports the Project produces to inform all in sundry of the completion status. What you need as the manager is
·the two-page report that informs you of the status of each system, how your lead engineers are performing and what is the status of each of the systems or part systems included in your project. For this purpose we have designed the following:
The Project Score Card. The Project Trackine Sheet and The Project uBean Count"
The Project Score Card
• The report itself has five sections: • Mechanical Completion run from the Construction side of things. • The Commissioning in Progress section, as the heading shows, should also include
the number of remaining hours per system. • The Commissioning Complete section covers the punch list status with both "A" &
"B" items listed. • The fully Commissioned, Ready for Operations section which lists the systems
cleared by commissioning. • This report normally takes little time to set up due to the fact that the information is
processed from some of the other reports already on the project.
This report will have a weekly box included that sums up the changes during that week with respect to what you planned and what you achieved. Normally the changes would be shown in 'bold' type and with one sheet the report eives you hieh level information at a elance. Of course this type of report could be tailored to suit your own set of requirements.
The Project Trackine Sheet
This report is by responsible lead engineer showing part system counts, all associated man­ hours with productivity; percentage complete and non-productive time. The questions that you can glean from this report will enable you to pin point any of the troubled systems and how your individual leads are performing. This is a good report to clear out any hold back of progress reporting.
The Project UBean Count" This is an overall summary with counts and graphs of all outstanding work from Construction, Commissioning and through to Take Over by Operations. It shows all outstanding Mechanical Completion Certificates, Punch List items, Job cards, Design Queries, Regulatory Punch List items, Commissioning Test Records etc. This overall report shows the trend from week to week and is an excellent tool to keep track of the total status.
II
Trond Bendiksen and Geoff Young
We have enhanced the first two reports (Scorecard and Tracking sheet) for each of your lead engineers to allow lower level reporting, producing Score Card by part system, Vendor Tracking sheet and a Leads Individual Performance report.
The Score Card bv Part SYstem
This report details the part systems by lead engineer covering scope hours, percent complete, check sheets, punchlist, by-party checks and dossier completions. The report shows what is planned and what is achieved at this level.
The Vendor Trackine Sheet
This report follows the format of the Project tracking sheet showing the major vendor input against the systems.
Leads Individual Performance Reports
This report is produced on a weekly basis following the progress run and it shows the lead engineers his performance for that week. It allows him to monitor his variances and gives a brief explanation for his recovery process. These sections will form a part of the weekly progress report and being produced directly form the data stored in the computer system gives your Leads more time in the field. The report also shows the hand over from construction and where potential problems are occurring.
12
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Plan Achieve Plan Achieve Total Marine E&I Topsides Safety Process
INith Construction 79 70 10 8 14598 1390 588 4840 2530 5250
e;::
~~ ~ ~
In Backlog 9 2 2516 156 180 750 230 1200 --< In Progress ( Unconstrained) 325 310 26 24 14075 4865 350 3680 1580 : 3600
rJ). ~ 0
Fully Commissioned 41 36 29 20 rJ).
= T. O. by Operations 38 33 20 18 3 a GroVvth Allowance 3599 ~ ., Additional Vendor Scope 3170 350 500 800 120 1400
NB Items Marked • ( Specials)
Totals 689 649 105 88 35442 6605 1438 9320 4230 10250 '-------
Pro ject Tracking Sheet
38 Glycol Regeneration Proc. 1 220 220 0 Ci #DIV/OI 0 220 47
39 Produced Water Treatment Top. 2 500 500 0 o #DIV/O! 0 500 0
39a Oil Reclaim / Slops Treatment Mar. 1 240 240 240 0 0.00 0 0
40 Cooling Medium & Refrigeration Mar. 2 2 2 0 #DIV/O! 0 0 0
41 Heating Medium Top. 3 2 130 130 60 30 0.51 61.54% 11 50 8
42 Chemical Handling Top. 19 2 2 220 220 0 o #DIV/O! 0 220 207
43 Flare Ventilation & Blowdown Top. 3 1 1 190 190 0 o #DIV/OI 0 190 18
43a Tanks AtmospheriC Vents Mar. 2 0 #DIV/OI 0 0
45 Fuel Gas Conditioning & Scrubbing TBA 3 310 310 0 68 #DIV/O! 0.00% 31 310 44
50 Seawater System Topside Top. 4 110 110 0 230 #DIV/O! 82 110 ·71
~ .., 0 -~
50a Seawater System Vessel Mar. 4 1 1 250 250 0 o #DIV/O! 0 250 11 f') -52 Hull Systems Mar. 10 1 1 20 20 0 84 #DIV/OI 30 20 ·365 ~ VI
52a Turret & Buoy Top. 2 500 500 0 o #DIV/OI 0 500 0
53 Fresh Water Mar. 4 3 3 222 222 0 44 #DIV/O! 16 222 285
~ f')
~ Co 55 Steam, Condensate & Hot Water Mar. 5 1 1 20 20 0 o #DIV/OI 0 20 15 = ~ ~ 56 Open Drains Vessel Mar. 2 2 2 41 41 0 o #DIV/O! 0 41' 0
86 Key Service Generation & Distributio Mar. 2 2 2 230 230 0 o #DIV/OI 0 230 60
88 Grounding and Lightning Protection E & I 6 2 2 23 23 0 o #DIV/O! 0.00% 0 23 0
rJ1 ~.
=- c· ~ ~ ~ ~. -93 Telecomms Miscellaneous E& I 3 1 1 945 945 212.2 217 1.39 22.46% 78 733 ·116 ~
94 Navigalion E & I 7 421 421 149 60 0.55 35.41% 21 272 0
94a Misc. Nav. Lights & Signals E& I 1 10400 1400 42 28 0.90 10 1358 0 ~ ~
95 Enviroment & Meterological System E & I 1 130 130 100 122 1.66 44 30 0 c ~
96 Public Address / General Alarm E & I 7 1 1 210 210 80 60 1.02 38.10% 21 130 274 a 97 Telecomms Power Supply E & I 4 2 2 276 276 211 104 0.67 37 65 0
:::.; § ~
Temp Temporary Systems E & I 6 6 6 101 101 90 80 1.21 89% 29 11 0
Totl!!ls 468 109 84 31264 1050 32314 5799 5459 0.94 17.94% 1951 26515 1283
Remaining Totel l 384
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Tnrult.r Control E ul CCR
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~~;~:::; ~~.~ ~:: ~:~',. -----........... -...... ~.- .... + I ++-f-+ Tnru'ter No.3 Aft Slbd
•. 06.20 IThrulter No.oC Fwd Aft End ".08 .21 IThrult.r NO.5 Fwd Fore End .,06.50 IHltch Cover NP·08310(AfI • . 06.51 IH.tch Cover NP·08320fAfI
• . 06 .52 IHltch Cover NP.08330(Af1
_~.:9.~:.80 Hatch Cov.r NP-OfS350 Fw • . 08 .61 Hllch Cover NP-083040(Aft oC 08.90 I~,"nouv.ring Ind Se. Trials
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~ .. ~3 ~.odul. M03.S.p HP Comp o 3.07 .0. Module M04-SIP .Glvcol
~--+ ........ -- --~--~---+-------------+--~~I~
3 01.05 IModule MOS·Slp . lP Comp 4 .07 .06 IFI.,. 2.07 .09 IModule M09· aenerilion
3 .06 .0t ILub.O"
.. ·t· .... 1···· .............. ·· .. ·-·--.. -·t" .. -.... 1· .... ·111 ......... ~· I I I I· .... I· .. ++~I -++--I-+-!---t-l
6.18.1 Iluk Recowoery Sytttm e,18.2 ISwlvel LubtlClhon 6,18.3 IFluid Bult.r Sv.tem
B.tU LowerTurretStruetut. : I I~ I I I I I I ~=t I I I I I I I ~ 8 .1891 Tur,.t e uip .Room SHuct .CSt . Johns) ._ .......... __ 8. t8 .92 Upper Turret Stroctu,. 8 .t6 .93 Turret Structure - Bull Arm 6 t6 .e4 ISpld.r Buoy
~::-E"~~---t-j---t----t-'-+--f--+-"'--"--" . I ._±jH--.-_ ........... -.+.+ 1 1 .. ~ ................. .
7.16 .07 IGlory Hoi. SE 7,18 10 IHolt ;,,',Mlfold, Fllln",Rlltr 7.18 11 Ixm .. Tree HPGI (H ... ·S1)
~-!-~ Xm .. Tree 58 HA-S2
~ ~~.!.! .. !/ .•. ~ .!:4~.Q!..l!(H.:.:A"' • .::S.::.3L' -f---+ 1,18.14 Xm .. Tre. HPG5 (HA·S4) 7 18.20 fHOlt 'S',Mlfold,Fnln .. , Riser
+- .-.. -....... _............... I ~ 1-1---- ·1 1 1 1 1 1 1 +-+-+-t--o- I I
I 1 -_·--t-· .... t .. -·-1t±--·- ·1 I 1 I I t-t1-l1=t~t-~:t=t:~~:"-""T-l
~ a _. ~ ~ ,... r.Il ~ o g ~ ., Q.
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r.Il ,... ~
a
MIllS Hours Forecsst
04 Uftlng System Mar. L1ebeah 820 820
06 Thrusters Mar. RRlSlmradlABB 0
08 Auxiliiary Vessel Systems Mar. Various 0
09 Corrosion Protection and Marking Mar. Century 0
16 Turret Systems Top. FMC 600 600
18 Subsea (23 Future) (11 Offshore) OAD Kongsberg 720 720
20 Separation and Stabilisation (1 Future) Pro. BJ Process 300 300
21 Crude Handling (1 Future) Pro. BJ Process 1410 1410
- 22 Crude Oil Metering & Re-Circulation Pro. BJ Process 400 400 OQ
23 Gas Compression & Re-Injection to ReseNior Pro. Nuovo Pign. 4260 4260
24 Gas Drying and Cooling Pro. Reid 160 160
29 Water Injection (2 Future) Top. Weir Pumps 200 200
31 Oil Storage and Import Mar. Daniel 0
32 Ship Offloading Mar. DanieliHitec 0
38 Glycol Regeneration Pro. Reid 200 200
39 Produced Water Treatment or Reclaimed Oil Top. Kent 70 70
41 Heating MedILm Top. ABB 210 210
42 Chemical Handling Top. COS 884 684
43 Flare Ventilation & BIOINdO'M1 Top. Zinc 1200 1200
45 Fuel Gas Conditioning & Scrubbing Pro. Reid 180 180
50 Seawater System Topside Top. Wr;i,rPumps 240 240
52a Turret & Buoy Top. FMC 240 240
58 Turret Hydraulic Power fY'{ater Based) Top. 051 420 420
Earned Actual Prod. " MhrsE MhrsA Camp
270 279 1.03 100.0%
100 100 1.00 12.2%
Weekly Handover from HU Part System Progress CUM
-"..,._. __ ._ ............. _ .. 40
! 35 ~
---.... --"'" ... : .....•.............. : ................................... ......£...---_._.; .. _ ....................................... : ...................................... : ..
= c'
NOTES:· Variances Recovery eTR Progress ;- 1 No = 17992 IConl>Iete= 1936
Commissioning Progress :- 1 Parts = 1109 IO/Stand = 311
~ ~ ~ Sj ' ~~ ~ ~ g ~ ., c..; .... ;:s- ~ c
~ Commissioning P/L Generated I for Week 25 : 6 I a ::::. Commissioning Queries If or Week 25: 419 I §
$::l..
C"l ~
What to do when the systems fails
In addition to making sure you have a report structure in place, you need to have a way around system failures so you can still monitor and control the job when the database breaks down for shorter or longer periods (they always do!).
To avoid the delays that will occur when the progress roll-up has the misfortune to fail, the following guidelines should be implemented:
a) On a weekly basis after the normal progress routine has been completed, make a copy of the progress statement for the networking dataset. This copy should contain the activity number, the lead responsible engineer, a short description for reference purpose, percentage complete, manhours and weekly date format.
b) Select the appropriate data system to cover your needs whether it be an Access or Excel set up. As said prior to this "keep it simple", you do not want to design such a complex system that it takes more time to operate than the original system that failed.
c) Once the system has been designed, it should only take the skills of a technical clerk to keep it updated.
The sketch on the next page is a typical design for such a facility.
20
TYPICAL MANUAL (easy to use - if the system - fails) REPORT
Lead Engineer Network Activity Short Description Man-hours % Complete Date Format
Lead Activity Activity Description HOURS ~oDate Achieved JUNE
Planned Remain Actual 25-Nov 5127 6/3 6110 6117
BS eOC10020HV Commission Temp. Power Supply to ES-80001 200 -83 283 100% 200 bs1 eOW10020 Electrical eTR ( 00.20 ) 271 271 0 100% 271 i
BS eOC10020M1 Temporary Power Supply to M01 (ES-82601) 20 0 20 100% 20 20
BS eOC10020M3 Temporary Power Supply to M03 (ES-82003) 60 -40 100 100% 60 •
BS eOC10020M5 Temporary Power Supply to M05 (ES-82004) 60 0 60 100% 50 1 BS eOC1oo20M9 Temp.Power Supply to MOO (ES-80101/80201) 60 0 60 100% 60 as eOC10020UP Commission Temp. UPS supply to Turret 40 a 40 100"10 40
N 0020 TEMPORARY POWER SYSTEM 711 148 563 711 WW eOC10030 Commn.Temp.Firewater System 90 90 0 100% 90
WW eOC10030A Install Valve in Temp. FIW Line 40 22 18 0 g ~
WN1 eOP10030 Piping eTR ( 00.30 ) 20 20 0 100% 20 WN1 eOX10030 Mechanical eTR (00.30) a 0 0 100% 0 WW eOC10030X Complete Commn. Punchlist for 00.30 20 12 8 100% 20 8
~ Er 15' ::::
0030 TEMPORARY FIREWATER SYSTEM 170 144 26 130 WW eOe10040 Commn.Temp FIREWATER PUMPS 420 420 0 0 WN1 eOX10040 Mechanical eTR (00.40) 0 0 0 0
0040 TEMPORARY FIREWATER PUMPS 420 420 0 0
~.
~
~ AA eOC10301 Workshop Labs & Stores 40 40 0 0 ;:s...
c aa1 eOW10301 8ectrical eTR ( 03.01 ) 26 26 0 0 ~ aa1 eOX10301 Mechanical eTR (03.01 ) 0 0 0 0 AA eOC10301X Complete Commn. Punchlist for 03.01 60 52 8 100% 60
03 Workshop Labs & Stores 126 118 8 60 AA eOC10401 Topsides Mechanical Handling Equipment 280 280 0 2% 6 AA eOC1 0401 A Vendor Assist to erispe Rigging 600 600 0 38% 228 aa1 eOX10401 Mechanical eTR ( 04.01 ) 33 33 LO ... 0 , .
DYNAMIC COMMISSIONING HOllRS
23
Definin~ the Work Scope - Sequence of Events
Once you have defined the Commissioning Packages and marked them up on a set of Master P&ID's (1), Construction can now identify the smaller work scope, the Mechanical Completion Packages (MC packs) (2) within the boundaries of the Commissioning Packages. The associated tags (3) can then be identified and the Work Orders (4) developed for fabrication.
All this data is subsequently ready to be stored in the Project Completion System database (PCS, PCD or other fancy acronyms).
The point here is very obvious, but amazingly absent on many projects:
Define the Commissioning Packages first, then the MC packs.
The illustration below shows the sequence in which the various work elements of the job need to be defined: Namely that Commissioning packs are the drivers for the definition of the construction work. and that the commissioning activities are the drivers for the sequence of construction work.
1.0 .. Marked up boundary
Work orders
Cumpfne tnt' cOMntissionillg "dudu/~ Jim. Ihelf dictille 10 conslrllC'tU)lt ~lh4t n~eds to be dell.ered whell. The CfJlfstructiun ""'lUCRU ~olIo", tire commissioning scltedult: !
Commissioning o/Offshore Oil and Gas Projects
Buildin2 the Schedule
Assuming you have got all your boundary drawings marked up to define your commissioning packages, and you have numbered them all, you are ready to start putting everything together in one integrated schedule.
Now, let's pause for a minute and ask ourselves a question before we continue:
What are the major elements and philosophies we need to consider and have in place before the work to build the schedule can start?
The illustration below shows the necessary building block that you must have ready before you start.
25
Correctly marked up boundnry druwing:s with nil necessary physical break paints idcnliffCd.
All important project milcstonc:s ddim:d such that all ac:tivilics can be linked to these.
All part syStems: uniquely numbered.
AU temporaries identified wilh lie-in poiflU- Required commissioning of telnporarics defined as unique activities with unique system numbers. A good idea is to usc fUl!Ul'M!!!!..!!Y!'.l!!.f! for an tC'lnpor'4f1cS and sub­ divide thiS system nwnber for (he v3fious: Icmpor.uy activities. All pte--requisitc listing sherts produced.
A clear strategy on relationship between static checks and dynamic acllvitie5. For cJ(amplc; a~ you prepared IQ accept complt'lion of static cht<ks at modul. yards way ah",1d ofthe dynamic octi'"ities 3t the integration ynrd. or do you want to wait ~nd do everything: c(os.e--linkcd. Or 00 you w:mr to do somelhing in betwccn the two ahcmativcs1
A clear and simpJe estimating Stnltegy
(CcmmissiQllirrg proct!dun:~ cun be deI'e/op4!d once rou ha\'f.· dejined II~ boundaries oII/Je ('ommissioning fXU'tn~.o:
and you holY: suffiC'ICttl l't!ndordocumt."ntation in hand. TIw. proC'('durtS ore oht.'10tJSiy not requird to ~ fiJly m place beforr 'yOll bllild llie sched:tle. but (he nll.ltiol1ship ~!lWct:1f prQU4uri·S. CblJl1f1issif)n.illg fX1ckagt~$. acrb>ilir.s <nul numbtvillg SYfunJ
must be itt vrJer.1.E. Ihe. pt'{X't!durt: inJI:.t.)
Trond Bendiksen and Geoff Young
The initial core commissioning team will produce the "first-cut" Commissioning Package boundary drawings for all the Commissioning Packages. Ideally you should have a senior planning engineer in place who is capable of doing this work himself, and then when the senior commissioning engineers are recruited they have a good starting point to work from.
The packages will be marked up utilizing P&ID's, electrical single line diagrams, Plot plans and Control arrangements. The numbered packages then form the basis for the Commissioning Network. Pre-requisites listings by systems will be produced which in turn help define any requirements for temporary facilities, installation of valves or breaks etc., required for an efficient commissioning, as well as the logic in the network and the agreed milestones and priorities.
With the following pieces in place, the commissioning plan can be produced:
./ Project Planning tool in place
./ Agreed and defined Milestones and Priorities
./ Agreed Duration's for the commissioning activities
./ Commissioning Boundaries complete and numbered
./ Pre-requisites/Temporaries lists complete
Once the plan is in place, a budget estimate can be provided along with all the required suite of reports.
26
Commissioning of Offshore Oil and Gas Projects
The marked up drawing should then be filed into the Commissioning Dossiers (basis for the hand-over dossier, later described), and any additional or supplementary information relevant to the specific commissioning package should be stored herein. (See Documentation section 4.0)
The durations for each activity will initially be determined by the commissioning manager and the senior planner based on their expertise and years of experience. Later these durations will be refined by the commissioning engineer through the formal estimating process.
Once the durations are in place, a budget estimate can be produced from the manpower histograms and commissioning team requirements.
Don't underestimate the time it takes to develop the 'first cut' schedule and budget estimate.
Twicallv this is a 3 months job.
The diagram shows the basic sequence of events in building the schedule.
27
Commissionin2 Schedule Development (The "Input-Process-Output" Chart)
The illustration below depicts the Inputs, the Processes, the Outputs and the respective responsible parties in the development of the initial Commissioning SChedule.
Note: The illustration does not reflect the work required to integrate the Commissioning and Construction schedule. This is covered later in this section.
PROCESSES OlJfPUTS
Buildin~ the Schedule - Critical Ground Rules
In order to build a realistic schedule you have to make sure that all elements that take up time and resources or are needed for schedule-control, are adequately captured and reflected in the schedule. In this way you will avoid some of the unnecessary and time­ consuming schedule revisions later in the game.
The illustration below shows the elements that in addition to the "standard commissioning activities" must be remembered and implemented when building the initial schedule, and should form part of your ground rules for building a quality schedule.
ScMilu)c
Buildint: the Schedule - Critical Ground Rules;
These are the descriptions of the critical elements and ground rules identified on the previOUS page.
*Always build the vendor hours into the schedule
If vendors are assumed to do actual work that will show up as progress (which of course they will), always build the vendor estimate into the schedule. In this way you control ALL work, and ALL work necessary to complete the job is actually reflected in the overall project schedule. Still some contractors, as well as operators, for mysterious reasons don't do this and hence have a very hard time explaining where the hours go and great difficulties in maintaining a timely vendor attendance built on the timing of activities reflected in the plan. In addition, the vendors will require manpower assistance, so make sure you build this in as well! Make sure that you have sufficient expertise/equipment available on site for doing analysis following your flushing, N2IHe leak testing, and retro jetting, etc.
*Always build in allowance for re-alignment of pumps/compressors, etc
If your project is a typical modular concept where modules are built separately and later integrated into one large platform, you might as well make sure you have sufficient allowance built in for re-alignment work. No matter what your designers or less experienced commissioning engineers tell you, deck deflections due to shifting weight forces when modules are lifted, draft variances and inadequate lifting gear ALWAYS change the alignment and / or give additional stress on nozzles and pipes.
*Always allow for sufficient re-commissioning of systems at the integration site
If you have commissioned part of a system at the module yard, say the steam boiler and the module distribution network, you will have to re-commission this when you have hooked up the other modules at the integration site. Only then will you be able to test the system with something that resembles full load. This goes for most of the utility systems like air, freshwater, firewater, main power distribution etc. Again and again, we see projects that simply forget to allow for this in the schedule and hence suffer the consequences.
*Always build the company's goals / milestones into the schedule
The basis for the commissioning plan will be the agreed Milestones based on company created requirements. If each activity or event is related to a Milestone from the outset of the plan, then only improvements to the plan will be made. Once created and agreed all changes should be monitored and registered on a Schedule Change Request form. (SCR)
*Always allow for the correct resources
Once the activities are created, the correct 'use' of resources need to be applied. As not all commissioning activities will be specific disciplines, a mixture of process, mechanical, instrument, electrical and piping will be needed. This really needs to be thought through
30
Commissioning of Offshore Oil and Gas Projects
when developing the basic estimates, however it is not until the procedures are written that a full understanding of the complete scope is evident. It is important at an early stage that the senior planner and the core team take a thorough review of the basic estimate to make sure the full resource make up is accounted for. Very often you will find that the responsible engineer looks at the boundary drawing and simply forgets to account for all the disciplines needed.
*ALways allow time for pre-acceptance from Construction and check-flush prior to filling the systems
This will ensure that you have built in time to satisfy yourself that you start out with a clean system.
*ALways build in time for the oil flushing and N2IHe-Leak-testing
Obviously you always build this in. However, what we see time and time again, especially for oil flushing is that the estimates are always too low. Unless you have a hands-on expert to do the estimate; double them!! Always include expert companies to carry out this work. Prior to commissioning of the gas systems build in allowance for the N2IHe leak testing to ensure you have a gas tight system.
*Always create appropriate sort codes
These activity codes are probably the most important part of the schedule. The correct codes will allow for sorts and are the basis for all required reports; by system/part system, by lead engineer, by take over package, by vendor etc.
*ALways allow sufficient time to finalize the paperwork
When you include activities for the pre-commissioning tests, using dedicated test sheets (as you normally will), allow sufficient time in the schedule to finalize the paperwork. The same goes for preparing the paperwork before hand-over to Operations. This is a time consuming activity constantly over looked, hence your progress suffers if these activities don't show up on the plan as part of the normal commissioning activity duration.
*ALways allow time in the scheduLe for commissioning of and removal of temporaries
Again a much overlooked activity. Temporary equipment often is required to be commissioned before it can be put into service and that takes time. Likewise it takes time to remove temporary equipment. Make sure this is reflected in the schedule.
Always build in allowance for boroscoping
Experience tells us that systems handed over from construction to commissioning generally have 'lost' preservation cover and you want to make absolutely certain that you've got a clean system. Typical critical systems to boroscope are gas compression, gas handling, water injection and separation.
31
Always include load bankfacilitiesfor Main Power Generator testing
You cannot commission all systems the same time as you commission your main power generators. You will seldom have enough load to adequately perform your generator testing / power management testing while relying on th~ !ll.ain power generators to deliver load to support the commissioning of other equipment and systems simultaneously. So make sure you build in allowance for the load banks.
Load banks are expensive rental equipment, so you need to make sure the timing is correct to avoid too much stand-by time.
The best concept cost and schedule wise, is to include load bank testing to take place at the suppliers work or / and at the module yard.
32
Commissionin2 Boundary Drawin2s
Probably the single most important element of the up front commissioning work in the engineering phase of the project is to define the correct boundaries for your commissioning packages. . . . . .
Here you have a significant potential for failures!
Remember, the definition of these packages is going to dictate how you will commission the systems, what sequence, how you number the part systems, how your procedures are written and how everything will be logically linked in your plan. It will even dictate necessary engineering changes to facilitate an effective commissioning.
The importance of getting these done right from the start cannot be emphasized enough.
33
• Const11lction finishes the systems in the wrong order
* Lack of or wrong physical line isolations * Lack of temporary tie-in points • Lack of, or wrong electrical isolations * Lack of high point vents/low point drains
• Tags allocated to wrong system • Mixing lighting, small power and heat tracing under
one part system
• Procedures don't cover the scope of the part system * Parts are missed
* Diflicult to commission multiple part systems in one package
• Related part systems not connected • Out of sequence activities
• Progress reporting linked to wrong milestones • Incorrect overall progress picrure
• Fragmented Take Overs (if packs are too small) • difficult to administer • endless 8f(,ruments with Operations
• Difficult to maintain commissioning/rake Over dossiers
All of which call have a significant schedule impact!
<"'l ~ ~ 0
§ '-.. ;:s
5'~ ~ ()Q ('I) ('I) I:l- ~ ;:s ~ ~ I::! ;:s .... ;:s ~~ ~ I::! .... Q ~ I::! ('I)
~ 0 F}.~ ~ § ~ .... So s:: ~ ('I) ~ ~ ;:s
~ ..... '1:::s
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too
{5
~ ..... ~ ('I)
Commissionin2 Boundary Drawin2s Do's and Don'ts
The sketch below is a real life example and shows a very typical mistake (gray box-No) in determining package boundaries, and the correct way of doing it (dotted line box-Yes).
Note: This is not to say that work cannot start on the single pump and valves hut don't try to hand over this small unit to Operations.
To seawater consumers
Main seawater pumps.
From seawater imake
So what's wrong? Surely you can commission the motor. You can do your 4 hour uncoupled run. You can tum the pump (if it is small enough), and you can commission the suction and discharge valves.
Of course you can, but where is that going to take you?
You don't have a system that you can dynamically run! What's commissioning all about? Yes! Systems, Systems and System, NOT disciplines.
In this example, you don't have a system, or part system that you can run. You only have static parts. Therefore, the system will have to be tested again once all parts of it are complete (with the exception of the 4 hour run). So, the progress you earned up front was really no progress at all, most likely, it was negative progress for the project as you will have to go back and test everything later.
There is actually a name for this bits-and-pieces approach; it is called, commissioning by basic functions.
Some contractor companies, even large ones have this approach built into their philosophy and strategy documents, and their clients don't even question it! With this strategy you pay for the job twice!
35
Trond Bendiksen and Geoff Young
So, make sure you design the commissioning packages so that you have a commissionable entity that you can, dynamically test, and one that is big enough for Operations to take over and actually run.
Another significant problem you're up against if you subscribe to this concept is that Take Over by the Operator is going to be severely held up. Your commissioning packages need to reflect, preferably one-to-one, how you intend to hand over part systems and systems to Operations. The Commissioning packages/Take Over packages need to be operable entities, systems or part systems that Operations can actually run.
So make sure you design them with that in mind! If you cannot hand the systems over as early as possible you spend the project monies maintaining them!
In the example above, the entire seawater system was made up of 10 commissioning packages, and 10 take over packages. Obviously, since Commissioning tried to hand over one package (one motor, one pump and two valves) Operations turned around and ~aid, "Come back another day when you have something sensible for us to run."
Another very important element of the boundary drawings discussions:
Make sure that you don't mix commissioning packages on the same drawing. You want unique dra win fS for each commissioning package. Then there is no confusion where the packages start and finish, no confusion relative to what is covered in the associated procedure and no doubt as to what you will hand over to Operations. You are accountable for the correct definition of the commissioning packages, but it always pays to have Operations take a quick review to ensure alignment with the Take Over Philosophy.
36
Commissioning of Offshore Oil and Gas Projects
Make sure that you don't mix commissioning packages on the same drawing. You want unique drawines for each commissioning package!
The illustrations below show how confosing the picture gets when you have more than one commissioning package on one drawing, and the room it creates for errors.
I- - .
1------------------'
I. _ . _
Trond Bendiksen and Geoff Young
From a progress point of view, you might as well realize that the Project owners are not interested in how you are doing against your internal S-Curve! They are only interested in the final delivery, which for them is progressive delivery of part systems and systems to Operations as commissioning is complete.
Hence from an owner's viewpoint, the most important Key Performance Indicator (KPI) that you, as the Commissioning Manager will be measured against is how good or bad you are performing in terms of Take Overs by Operations.
Do not mess this up by trying to commission and hand over bits and pieces!
Commissioning by basic function should happen only as the exception; NOT as the rule. That is of course unless you have unlimited time and resources at your disposal. Do you? Didn't think so.
So, do you have the picture? Thought so.
Just to be sure: Make sure that you get your boundary drawings marked up correctly.
The only way to ensure this is to bring in the "heavy-weights" in this early phase of the game. This is a job for the very Senior Commissioning Engineers. It is not a job you give to tizejuniors!
38
Commissioning of Offshore Oil and Gas Projects
The illustration below depicts the ideal scenario for system completion from Construction to Commissioning and to Operations.
This is based on one or more complete Commissionine packaees being handed over from Construction to Commissioning and likewise from Commissioning to Operatio,!s.. . .. The boundary drawingsform the basisfor all Hand Overs and Take Overs!
Build this Hand Over concept into the Mechanical Completion/Commissioning philosophy. Then you have a holistic perspective on the job from mechanical Completion through Commissioning and Take Over by Operations. You also then have a basic progress-monitoring tool that reflects true overall progress based on the most important Key Performance Indicators.
Discipline Completion Certificates (DCC) (or check sheets)- ConstructionlHook-up documents that each discipline associated with the particular part system is mechanically complete (MC)
:Tags, Inspection :sheets ( or ch~(.·J; lislSj
"qnd O~·,,. Cfrtifis:gldllP.£1- C.c1Lctructionlllook-up documents IJuU all conS/ruction 1-YOrk o.t.'iocialcd .... ttll llie par1 sysltlll
;s ,-omp/etl! and ''lady for commissioning TqJ;g OW' Cmi(q" avCj· COlllfflls..dolHitg docunU!IIlS l/ral 411
commissioning *M anociaJeti '~ll" llr~ pari $J'1:It!1II
is oo",pl~je and reo4~' foro~mliQII
, , Buck up Jo...-umelfto!ion ! suclt !1.'>: {'wit;" liSts, : Mcn*M-UP dlYlWill~ j (tU ('{)mmLuionedJ~
i L.. __________________ ... ________________ .j
Once commissioned, the- conlmissiooing packagc(s) can be handed over to Operations as tllft! oDer"h/~ ehlilV ~ one or more pan s~ .. ,erns· (Take Over package)
Trond Bendiksen and Geoff Young
Part System Numberin~
It is essential that once you have your boundary drawings marked up, you must ensure that you follow a unique numbering system in line with the project's coding manual. There must be NO interfaces that slip between the cracks, so that each commissioning package reflects the exact limits of the boundary drawings, and is uniquely numbered.
Below is a typical system breakdown structure
System
Commissioning Packages
Jfechanical Completion Check Records
Note: The challenge is not to number the commissioning packages, but to make sure that the right boundary limits are identified and correctly allocated.
40
Temporaries
All the temporary equipment you'll require to commission your project must be identified and uniquely numbered.
• F or example, at the module yard you want to commission the seawater distribution network in the module, but the main seawater pumps sits in a different module at a different yard. Then you will need a temporary seawater pump.
• You may want to commission your level transmitters via the distributed control system, but you don't have a user interface-an operator station. Then you'll need a temporary one to help you out.
• You want to flush your hydraulic distribution system as early as possible, but the main pump and filters are in a different module. Then you will need to mobilize a temporary flushing unit.
• When the whole system comes together at a later stage, you will use the main pump and filters as a check flush.
• You would possibly also like to commission the deluge system as early as possible to determine gaps in coverage. Then you would need a temporary pump sized for the specific capacity and later at the integration site you will re-run the test with the main fire water pumps.
Make sure you have identified all the required temporaries and marked up on your boundary drawing where you intend to tie them in to the permanent systems.
Where necessary, make sure you identify activities in the plan/or commissionine Q,fthe temporaries, and again number these uniquely. An easy way to number temporaries is to use one system number for all these and then, subdivide this number for the various temporary activities.
Do not try to number the temporaries with the same numbers as the systems to which they are tied in. That only creates unnecessary confusion!
41
Static/Dynamic Commissioning Strategy
As you know, most dynamic commissioning activities are preceded by static pre-checks, sometimes called CP's (commissioning pre-checks), FTC's (function test certificates), PCC (pre-commissioning checks) or other fancy names and acronyms that all mean the same; Static checks (except of course motor runs, which by nature are dynamic) and must be performed prior to the dynamic activities.
Before you build the schedule you must have a clear philosophy in place on how you want to perform these checks, or more importantly WHEN you want these checks done.
Do you want these done as early as possible (e.g. at the module yards), or do you want to wait until you have a more integrated unit to work with? Maybe you want something in between these two options. Regardless of how much commissioning you complete early, you'll still have a last check to do when all the modules come together.
It all depends on the configuration and geographical nature of your project. Regardless of configuration and geography variations, or if you should expect significant time lag between static checks and the start of dynamics, there is one rule you should always try to live by:
Maximize close-linking of static pre-checks and dynamic commissioning
Why?
Although it can be advantageous to get your commissioning team going early, especially seen from a familiarization viewpoint, you have to carefully weigh the advantages against the disadvantages.
There is actually only one advantage, and that is the familiarization with the equipment. One can argue that to detect deficiencies early is an advantage, but from an overall project perspective this very often tends to delay the schedule rather than improve on it. Analysis of hours spent on a number of large projects support this argument.
The reasons are threefold:
Firstly to have Commissioning stepping on Construction's toes while they are trying to construct the unit is often very inefficient and can easily create irritation and complaints from both parties. You, as the manager don't have time to waste on such problems.
Secondly, you will be frequently hit with engineering changes in this phase ofthe game and as a result chances are that you will have to repeat your pre-checks over again.
Thirdly, there is a significant safety element involved. Say you do your pre-checks at a module yard and integration of modules takes place 3-6 months after you have completed the checks. Would you trust that nothing has happened during that period to change your
42
Commissioning of Offshore Oil and Gas Projects
recorded and documented settings on the particular equipment? Will you be willing to start the dynamic activities without checking the status again?
Even though most projects have rigorous Permit to Work systems in place, there are numerous examples out there that describe nasty incidents attributed to equipment status changing from early module yard days to integration time.
We are not saying that you shouldn't do pre-checks at module yards, but merely that you need to consider the risks from both a schedule impact and safety perspective in terms of how early you do them. From a philosophy viewpoint you should do your pre-checks as close to the dynamics as practically possible. Variations should be treated as exceptions and evaluated on a, case-by-case basis.
tillle
43
This time gap is what you have to watch out for and evaluate the risks you are taking by executiltg the pre-checks too early in the game.
Build your philosophy on tire basis of close-Iillkillg these two activities, and use that as tlte concept wlten developing the schedule.
44
PLANNING AND PLANNING CONSIDERATIONS
Developine the Project Plan
Once you are satisfied with the basic schedule, that is the "time related" plan with durations, first pass man-hours, and an expected completion date, you should then look at the resources that are required and available to complete the project. Remember, people, equipment, material and money do the work, so make sure you have enough when you need them. Add the resources into your plan, run the histograms and you will see at an instant that your levels are out of sink with the time analyses. This is the time for the trade off. Could you deliver the unit sooner if you had more resources, more money, or is it physically impossible to get that amount of labor in one area? All of these points should be discussed and checked with the project team prior to refining the schedule. When agreed, the team can complete the schedule, time based and resource leveled.
Time Analysis Only
You can see from the graph on next page the initial effects of a time run analysis where the profile for the number of men required is very erratic. This run is also derived from a "total logic" scenario, where all the known prerequisites have been input.
Time Fixed
Again the graph shows the first pass at leveling the schedule and fixing the end date. In the majority of these cases the availability of manpower will show a distinct rise in the numbers planned. This is partially due to incurring a smooth start and a run down finish.
Resource Leveling
A resource leveled plan is the scenario we need to produce in order to have a realistic schedule with allocated manpower requirements and an end date that is acceptable to the project. From this resource leveled plan we will produce the Progress "S" Curve as shown. This S-Curve will be aggressive at the start of the project, to keep the pressure on. All schedules given to your Lead Engineers to progress and complete the scope will be based on the Early Start details. Performance reports, time now analysis reports and Lead engineers reports should also be produced based on the Early Start scenario.
Back Up and History
In almost every Project there is never sufficient back-up of data and the historic knowledge created to provide final documentation and certainly not enough to cover insurance claims. Having to go back, reload data, examine for the details to prove the point is costly and
See next pages for illustrations.
46
Lv
No.ofMEN
I\.l ~ (J) CD 0 I\.l 0 0 0 0 0 0 0
Week 1 ;;- .: ~
:> ~ Week 8 0- m
3: "T1 ::::j No.ofMEN
;(" m m Week 10 CD 0 , 00 N ... 0> 0 ~
0 ex> '" Week 11
Week 12 Week 1
Week 13 Week 2
Week 14 \ Week 3
:;. WeekS 2
Week 7 ;::;
Q WeekB
Week 1 ?->'1 Week 12 <.:
Week 2 ~i Week 13 '\ Week 3 ~i :::;i
Week 14
Week 5 61 r-J ;;0
Week 16
Week 6 0 m ., en Week 17 Week 7 iii 0
3 c Week 8
-t Week9 <II 0
Week 11 a> r 00 m
1\ 0
Week 12
Week 13
Week 14
Week 16 .~
spa[O.ld SOD pUll 1!0 a.lolfsJ/o fo iJU!UO!SS!U1U10J
-u a mif ~:Z ~o
o 3 <» -<
m 0
§ » z c: » =- r
Trond Bendiksen and Geoff Young
Critical Path
The most important part of your plan is the 'Critical Path." This must be monitored at least on a weekly basis, however it becomes apparent that time will dictate whether or not to monitor the critical path on a more fie"queilt basis.
Certain activities in the network have 'float' which allows them to start later than their early dates. The "total float," is the number of days that an activity can be delayed without having an affect on the finish date of the project. If during the resource leveling of the plan you use up this float, the activity in question will in itself become critical. This needs to be monitored on a case-by-case element. Correctly controlled, this float is most important in regulating the use of labor and other resources in scheduling the activities that have positive float.
An activity with no float or zero float has no flexibility and must start on precisely that date and finish on or before' its scheduled finish date. Critical activities control the Project duration and together with their logic, make up the chain of events that is the "Critical Path." Within your plan there are two other kinds of 'float' namely "free float" and "negative float. " We have already explained the total float, however, the 'free float' is the amount of time the early start of the activity can be delayed without delaying the early start of the successor. Within the critical path the free float will also be zero. The 'negative float' will happen after the network has been progressed and the time now date set. This alerts you to the fact that one or more activities have exceeded their late finish dates and in fact warns you that the Project is delayed.
This is when you must react, do the "WHAT IF" scenarios and bring the Project back on time. Be advised that in Projects with multiple calendars, you may want to define critical activities based on the "longest path" in the Project. Defining float in a multiple calendar is more complicated and the calculation will be done using work periods, holidays and any exception built into the network. Using float to identify critical activities may prove misleading, since some activities may have large float values due to their calendars but still critical to the completion date on the Project.
Always assess the longest path and the critical activities.
48
CRITICAL PATH SCENARIO (Typical. for illustration purposes only)
· . · . · . .. .. Fr~eFloat
Timin&: and Updatin&: of the Plan
Updating the plan on a regular basis becomes very important because even the most detailed plan will fail unless it is monitored on a regular cycle. Simplify the process by coding activities in such a way that will allow selective activities to be withdrawn from the schedule. Up-front results will streamline the process and keep you up-to-date on how the project is progressing.
The following sequence is a guide to adjust and glean information from your plan:
1) Schedule the project and run reports series. 2) Compare reported progress to the original plan. 3) Level resources (at time now, the bow wave effect will happen if .
reported progress is less than planned). 4) Weekly adjustments (at time now).
• Maintain date • Maintain resources • Analyze results
5) Adjust the Plan • After updating and leveling the plan, if the project is behind schedule
you need to implement your contingency plan and or adapt your schedule to incorporate the change requirements.
Incorporatin&: the Chan&:e Requirements
As per the 'timing and updating of the plan' section, all incorporated changes into the plan must be strictly monitored. The charts on the following pages show a sample of how to monitor by lead engineer and part system. In adopting a change monitoring system all parties are involved and only approved items will be entered into the schedule. This also gives a good insight into future insurance claims made, by, company, contractor or vendor.
Consolidated into the actual "Change Request" sheet is the schedule impact section where the planning engineer will conclude the findings of the analysis once the change and logic have been input into the network. Only major unavoidable impacts will be duly signed and approved by the next management level up.
Remember to COMMUNICATE this information to all concerned!
50
Commissionin2 Schedule Chan2e Request Commissioning Schedule Change Request
C·Ollln'lissioning Schedule
Change Request
D isciplin e Pa rt Syste m No. Job Card No.
To;· From :-
Proposed Change
Proposed 1m plemented Change :-
fN"C; W A"c'i"iv i ty~ 1--- reb ange dO'u ration1 khan g-edM;';;:hOU'~ !o'C'o g i c "'c h "a"'n"'g" e s"'-- -..... -"J 10 t'h'';'': A (f<iiti 00' s "'1
IPosition Lead
No. CS·
She. t
SIa;a .. d L .. ad ED'la .... ' SI,aed Comm.1I a .. a,er
1m pic men tatinn Approve diN ot Approve d Change Transfer to Inshore/Offshore
SIGN:.(CompletioD. It aDa,er, Date :-
HB:· All signatures to be preceded by signatory initials (capilals )
51
Re-Allocate Activities TBN
Extend duratIOns TBN
Extend durations TBN
Extend durations TBN
Additional Scope Vendor TEN
f'unchout Raise List TBN
Emer. Voice Transformers TBN
Split Activity 80.06 TBN
Turret Grounding a .Smith
69.05.10.50 6/312000 711412000 7i1412000
70.05 6/312000 711312000 7i1312000
70.06 6/312000 711312000 7/1312000
70.07 6/312000 7/1312000 711312000
70.11 6/612000 7/1312000 7/1312000
70.12 6/612000 711312000 7/1312000
41.01 ,2,3 611412000 612012000 6/2012000
.. 9QSeries 7/512000 7/512000 7/512000
O(UO 7/612000 7/612000 7/612000
92.01 71812000 7/8r2000 7/812000
96.04 71812000 7/8(2000 7/812000
91.0.2 , 7/11(2000 711112000 711112000
88.06 ., 711112000 7/11120(}O 7ill12000
97.01 ... 711112000 711112000 7/ 1112000
All 7/14(2000 7/1412000 711412000
64.02 7/14/2000 711412000 711412000
The "8" Curve
As a Manager you need to know where you are with respect to the plans you have laid out, where you have slipped or where you have made the most progress. If you compare progress with the original plan, you will know wnelhet or not your project is staying on track. You need the facility to pin point your problems early. A good set of custom made reports produced each time you progress the network is essential to give you time to make the revisions and avoid extending the schedule end date.
The agreed progress'S' curve gives you some leeway when reporting progress if you follow these points:
../' Always run reports you are transmitting to the 'field' by early start .
../' Confirm with your leads if they can achieve the goals being set.
../' Check that they are working on the right activities and if not, why?
The lead engineers would have had their input into the plan, so not working on the agreed critical activities is no excuse.
Your suite of reports should include the following as minimum:
a) Bar charts that include the progress line. (Time now) b) Which activities have slipped? c) What is the status of the Critical activities? d) Are there activities moving into the range of critical.activities (labor or material
related)? e) Look at the next 3 weeks or 3 months. f) Will the major milestone dates be affected? g) What are the project costs? h) How are the work force performing and are their sufficient resources? i) Has the finish date been impacted?
Use these reports in every status/progress meeting to make sure everyone understands that the plan has to be followed, or to align everyone around necessary agreed changes.
Commissioning Engineers, even though they have made all their inputs to the plan, tend to regard the plan as the "Planner's Plan," and not theirs. You have to break down that attitude and make the engineers, especially the Leads,fully accountable for their activities as the plan laid them out.
53
VI ~
~ #. !} Earlv & Late Start Envelope
30.000/0 .•
20.00%
10.00%
0.00% -1 C .... ..., · -:==; Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week
10
Week 12
Week 13
Week 14
Week 15
Week 16
Week 17
The Area-to-System Completion Transition
At a certain point in time you need to make sure that construction work is shifted from area-based to system-based. Obviously you will have to give Construction time to erect all the steel, install all lighting, pull the majority of cables, install all the big-equipment, etc. before the switch to system-based construction is done. It is not efficient to start system based construction until all the major equipment and vendor packages have been installed. However, from that point in time it is hugely beneficial to start the "switch" and align the construction schedule with the Commissioning schedule.
The general experience is that it takes approximately 3 months to complete the switch, so the transition should start at least 2months before module sail-away. In that way you will benefit from the system switch at the module yard, and more importantly, you will have all carry over work defined by systems, such that when the integration period starts, the Hook­ up contractor is ready to start his program based on systems. Generally it will take the integration contractor at least 1 month to swing production to systems completion.
I month
Trond Bendiksen and Geoff Young
As tlte Commissioning Manager, you need to make sure tltat tlte construction program at tlte module yards does not jeopardize tlte overall commissioning scltedule with it's end target date.
You will need to check this at an early stage, say halfway through module completion, and review the construction program by linking it to the commissioning schedule to determine if you have a gap.
These are the simple steps you need to follow:
1) Review the construction schedule and look for general improvement areas. 2) Link the commissioning network to the module yard construction network and
identify gaps. 3) Identify overruns on commissioning target completion date. 4) Cut the overrun by changing/improving the yard's completion logic, to suit
system completion. S) Make sure you aggressively follow up on the actions.
Point 4 above is where you normally would find that the yard can improve on their completion by re-arranging the logic and re-distributing resources.
This review will give you a good indication of when the overall transition from area-based to system-based construction should occur, based on maintaining the commissioning end target date.
The continuous improvement perspective
57
. Estimatin2 Strate2Y
KISS - Keep it Simple Stupid
The following pages describe the recommended process from Hand Over from Construction through to Commissioning and how this process is broken down to make up the estimates. The "check and procedure" format is shown to help illustrate what needs to be included in the estimates, and empirical figures on % breakdown are also provided so that you can check if the estimates performed on your project is in the right "ballpark".
Traditionally, norms are given in man-hours per ton (per discipline). Man-hours per ton for commissioning is a very inaccurate way of presenting estimates as the systems you will have to commission bears no relationships to weight.
Although various attempts have been made to introduce so called "complexity indices", it never really captures the true scope of the job.
Therefore, we present figures in this chapter that we believe have never been published before, namely man-hours per system. That should bring you real close on your estimates!
Estimating is a science in it's own right and Project Control people like to play around with the numbers, "till their hearts content' as if estimating is a job in itself, and building the installation is something we do if we have time to spare.
Get real! If you want the job done, you apply the KISS (Keep It Simple Stupid) principle here as well.
Use experience figures both on the breakdown of each major element of the estimates as well as for the estimating of the individual activities. We obviously cannot provide estimates for the individual activities that can be applied industry-wide, as all projects are different, but based on numerous projects we do provide some interesting figures that give you a good feel for whether your estimates are in the correct order of magnitude. These figures are based on systems and the general figures you should be looking at when adding up the individual activities that make up the estimate for the complete system.
One other important thing to remember when estimating is:
If prototype equipment or systems that have no proven operational history are being utilized, then a contingency factor needs to be added to the estimate, as inexperience with new types of systems and devices have an impact on the commissioning and Take Over schedule.
58
Estimate Elements Breakdown
When the construction department is ready to offer up a part system or sub system as "hand-over" to commissioning, the following should be implemented
I) Commissioning team complete multi discipline pre-checks as detailed in section 2 below. On completion of the checks and review of the findings, a decision will be taken to accept or return the part system to construction for re-work. This hand-over will also include any punch points that construction has not completed. This pre-checking of the system generally comes under the visage of PRE­ COMMISSIONIONG. It is estimated that this will take 10% oUhe allocated commissionine scope and duration.
2) The pre-check booklets are discipline orientated and developed to cover all aspects of the companies required standards, specifications and general layout of the equipment. All the pre-checks will be cleared against a pre-printed tag or major equipment list, with this sheet being signed off at the completion of the checks. A default agenda should operate and only parts that do not meet the requirements will befully printed out on a separate sheet. By adopting this exception method, a huge saving on the amount of paperwork generated will be achieved. For example, work list instead of separate sheets. If at any stage during the checks major recurring problems are encountered, then the checks will be stopped and the part system handed back to construction.
It is strongly recommended that you develop such simple and cheap booklets for your project to avoid the bureaucratic and "no-value added" routines of endless sheets to cover the scope of the pre-checks.
3) Acceptance of the part system from construction then allows the start of proper commissioning, with completion of alignment checks, flushing checks, power checks, instrument checks, utility supplies or temporary supplies checked and all commissioning test records complete. It is estimated that this will take 25 % of the allocated commissionine scope and duration.
4) On completion of all the prerequisite checks the part system can be filled or energized and ready for the dynamic commissioning to begin using the commissioning procedure as a step-by-step guide. It is estimated that this will take tlte remainine 65 % oUlte allocated commissionine scope and duration.
59
Estimate Inclusions and Breakdown Overall The mustration below shows the element.f thai make up the
total commissioning estimates and the % breakdown a/these.
Hand-over from Construction J
INSTRUMENT
10%
Correct Instrument installed according to data sheet and manufacture's data plate. 2 Instrument installed in accordance with Project drawings and specifications. 3 Location in accordance with drawings and requirements. 4 Pipework ( tubing. valves. manifolds etc. ) in accordance with drawings. 5 Ali tubing adequately supported and protected ( Heat traced if required) 6 Ali tubing fully entered into fitting and tight all burrs removed from tubing. 7 Instrument supported properly and adequately mechanical protected. 8 Instrument installed with easy access and serviceability ( as required) 9 Flow direction correct 10 No mechanical damage 11 Instrument earthing complete and relevant check list complete, where applicable, 12 Instrument "EX" rating correct for area classification where applicable and IP rating correct.
Commissioning Test Record
PRE- COMMISSIONING COMMISSIONING
PRE-Check Booklets
PRE-COMMISSIONING 10%
COMMISSIONING CHECKS
MAJOR PROBLEMS
711e ilIuli/ralion be/ow ShO .... f the make up